develop team objectives
-improving knowledge and skills
-encouraging trust and agreement
-creating a dynamic and unified team
responsibility for developing your team
-motivating the team
-encouraging high performance
-embracing cultural diversity
-promoting individual development
embracing cultural diversity
-provides unique ways of thinking, problem solving
-generates collaborative ideas
-fulfills the needs of multinational customers
highly effective teams
-energetic and enthusiastic
-motivated
-creative
-problem solvers
-trusting
human resource management plan
-project roles and responsibilities
-project organization chart
-training needs
-staffing management plan
inputs to develop project team
-human resource management plan
-resource calendars
-project staff assignments
tools and tech for develop project team
-interpersonal skills
-ground rules
-co location
-training
-team building activities
-recognition and rewards
-personnel assessment tools
interpersonal skills
-listening skills and empathy
-negotiation skills
-persuasion and influence
-group facilitation
advantages for ground rules
-outlines expected behavior
-promotes shared responsibility
-decreases misunderstandings
-increases productivity
typical ground rules
-punctuality
-preparation
-open comm
-one speaker at a time
-conflict resolution
-any other areas of importance
co location
project team works together in same physical location
benefits of co location
-good will
-empathy
-sense of community
-enhanced collaboration
main goals of team building
-trust
-open comm
-leadership within the team
life span of a team
-forming
-storming
-norming
-performing
-adjourning
elements affecting the need for team building
-team performance
-conflict
occasions for team building
-project initiation
-conflict
-change
-new team member
relationship between the need for team building and the stages of normal team development.
-when a team performance is at its peak, conflict is usually at its lowest, and there is a low need for team building
-need for team building is high at teh start of a project to help team members form an identity
-need for a team building decreases as th
rewards
-financial
-development of skills
desirable behaviors
-excellent performance
-working overtime
-taking on additional tasks
outputs develop project team process
-team performance assets
-enterprise environmental factors updates
measure and assess performance
-indirect measures
-direct measures
indirect measures
-relate the work itself and the people who do it
direct measures
-relate how the projects objectives are achieved, on time and within budget
-meeting objectives
-finishing on time
-finishing on budget
task orientated outcomes
-what the team does on the job
-specific activity
results oriented outcomes
-effects of the teams effort or the finished product
-how close the team comes to meeting the projects objectives, adn schedule, and budget
-meets requirement within budget
job related qualities
-refer to the abilities, skills, and competencies that are required to complete assignments
people related qualities
-qualities that help the team perform better
staff turnover rate
-measures the numbers of individuals who voluntarily leave their employment position
-useful cause its quantifiable
team cohesiveness
-willingness to share and help each other
-handle stress and difficulty effectively
successful team
-effective decisions
-purpose and direction
-structure and responsibility
-sharing of info
-conflict resolution
-high morale
-continuous improvement
questionnaires
-team members assess themselves
-evaluate the results
-complete own assessment
-compare results
-document recommendations
enterprise environmental factors updates
-personnel admin records
-employee training records
-skills assessment records
manage project team process
-tracking performance
-providing feedback
-resolving issues
-managing changes
skills to effectively manage a team
-conflict management
-negotiation
-leadership
-communication
inputs to manage project team process
-project staff assignments
-human resource management plan
-team performance assessments
-work performance reports
-issue log
-organizational process assets
issue log
-used to record and track resolution of performance problems and issues
work performance reports
-indicates how a team is performing in relation to required performance levels
human resource management plan
-identifies the roles and responsibility of each team member
organizational process assets
guides the form of the rewards adn recognition given to team members for good performance
project staff assignments
identifies all project team members
team performance assessments
reveals team performance problems
tools and techs for manage project team
-observations and conversation
-project performance appraisals
-conflict management
-interpersonal skills
project performance appraisals
-clarify responsibilities
-explore unresolved issues
-develop training plans
sources of conflict
-resources
-schedules
-priorities
-policies and procedures
-project costs
-personal work styles
unresolved conflicts
-loss of productivity
-reduction in creativity
-reduction in problem solving
-loss of valued team members
ways to reduce and mitigate conflicts
-ensure there are clear, well planned channels for comm
-establish ground rules
-clearly define each team members role
interpersonal skills
-ability to influence
-ability to communicate clearly
-leadership skills
-effective decision making
-listening skills
types of interpersonal skills
-leadership
-influencing
-effective decision making
leader
imparts vision, encourages agreement about strategic goals
-establishes direction adn inspires and motivates others
manager
-focuses on achieving results and getting the job done according to the requirements
leader must :
-model ethical behavior
-comm vision
-have charisma
-know how to use non coercive influence
leadership styles
task oriented
people oriented
task oriented
-focuses on achieving the tasks or objectives of a project
-highly structured approach in which leaders dominate and are socially distant from other members
people centered
-tends to focus on enhancing group cohesiveness
-democratic approach
-shows consideration for members needs
influencing skills
-persuasion
-active listening
-considering other perspectives
-reaching agreement while maintaining mutual trust
active listening
-maintain eye contact
-open posture, open body language
-paraphrasing or summarizing whats been said
effective decision making
-focus on objectives
-implement a clear decision making process
-involve team members
-consider how decision will affect project
conflict management
-improve team productivity
-foster positive relationships
-doesn't mean avoiding conflict
cause of conflict
-resources
-schedules
-priorities
-technical beliefs
-admin policies and procedures
-project costs
-personality
two characteristics of conflict
-conflict is natural
-is a team issue
conflict resolution process
-openness resolves conflict
-focus on the present
-focus on the issues
approaches to conflict resolution
-withdrawing or avoiding
-forcing
-smoothing or accommodating
-compromising
-collaborating/problem solving
outputs of the manage project team
-project docs updates
-organizational process assets updates
-enterprise environmental factors updates
-project plan management updates
-change requests
cross train
-ensures work continues smoothly
-each team member has a broad skill set
enterprise environmental updates
-changes in personnel skills
-results of performance appraisals
organizational process assets updates
-templates
-lessons learned
-organizational standard process
-historical info and lessons learned
As part of a new project involving the design and construction of a new courthouse building, you as the project manager wish to employ partnering techniques among all team members and stakeholders as part of conflict resolution when issues arise. What typ
Collaborative
A conflict arises about the method to solve a difficult design problem. The project manager is seeking a method of resolving the conflict. In order to achieve the most long lasting resolution to project conflicts, which of the following approached should
A
During a project meeting a disagreement between two members of the project team began. The disagreement was over a technical detail of the project. The project manager was in attendance in the meeting. It is important that the conflicting opinion of the t
C
In a large organization a project expediter is being used to manage a project for an important client. The position of project expediter would be found in what kind of an organization?
a. Strong matrix
b. Weak matrix
c. Functional
d. Projectized
B
The organization that is a formalized structure where the project teams and the project managers reside is called:
a. Matrix organization
b. Project office
c. Project team
d. Project management office
D
There are many ways to organize projects. The persons involved with these projects have several titles that describe their management responsibilities. Which of the following titles describes a person who has a primary responsibility for communications?
a
D
The term used to describe placing all or most of the active team members in the same physical location is called:
Collocation
What are the major advantages of the functional type of organization?
a. Single point of contact for the customer
b. Stable organizational structure
c. Project orientation
d. Multifunctional teams are easy to form
B
Two members of your project team are having a serious conflict concerning roles and responsibilities with the coordination of the programming needs for your client. As the project manager, you wish to resolve the conflict by emphasizing the areas the team
Smoothing
A project manager discovers that there is a part of the project that contains some risk. His strategy with this risk is to subcontract the work to an outside supplier by using a firm fixed-price contract. Which of the following must the project manger do?
C
A project manager is in need of a solution to a problem. He decides that the best thing will be to arrange a meeting to solve the problem rather than solve the problem himself or by having one of the project team members solve it individually. Generally,
A
Team development can many times be complicated when individual team members report to a functional manager and a project manager. Effective management and development of the individual team member is the primary responsibility of whom?
The Project Manager
You are talking with a team member who has not been performing as expected. This person is from another country and the culture is very different from yours. You are taking the time to make sure you understand what they are saying and where they are comin
Respect
An input to team development that also describes the technical context in which the team operates is referred to as:
The Human Resource Management Plan
An intentional activity that ensures the future performance of the project work is aligned with the project management plan.
Preventive Action
An intentional activity that realigns the performance of the project work with the project management plan.
Corrective Action
A project manager has one member of the project team working on a critical problem. The person working on the problem verbally communicates to the manager that this correction to the problem will probably cost $1,000. Which form of communication should th
B
A project manager will manage a large complicated project that is located in a remote part of Africa. The project will last for five years and will have the product of producing a nuclear reactor that will generate 900 megawatts of power at start-up. The
C
A project manager works in a company favoring the weakest authority for the projectmanager the type of organization that holds the project manager to be the weakest is:
a. Projectized organization
b. Strong matrix organization
c. Weak matrix organization
C
Conferring with others to come to terms with them or reach an agreement is an example of:
Negotiating
In general, differences between or among stakeholders should be resolved in favor of the:
Customer
On a project team one of the team members has a problem collecting on a medical insurance claim. The team member comes to the project manager and explains the problem. The problem is the responsibility of the:
a. Project team
b. Project manager
c. Executi
D
One of the members of your project team comes to you and says that he heard that one of the suppliers to the project had given a substantial gift to one of the project team members in hopes that the team member would favor his company with a purchase orde
B
Problems arising on the project have caused a great deal of tension and a lack of trust and respect for other team members. As the project manager, you plan for an off-site event to conduct a partnering session to have everyone better understand one anoth
Team Performance
Project human resources management is divided into which of the following?
a. Organization planning, staff acquisition, and team development
b. Leadership, team building, and negotiation
c. Recruitment, labor relations, and personnel administration
d. Tea
A
Someone with management authority over an organizational unit within a functional organization. The manager of any group that actually makes a product or performs a service. Sometimes called a line manager.
Functional Manager
Team-building activities will primarily improve team ____________.
Performance
The application of knowledge, skills, tools, and techniques to a project activities to meet project requirements.
Project Management
The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan.
Plan Human Resource Management
The process of improving competencies, team member interaction, and overall team environment to enhance project performance.
Develop Project Team
The project manager of a new project wants to get things started in a positive way with the project team. The project manager wants the team members to get to know one another, to introduce the project team and the project manager to one another, to discu
B
The project manager of a project is concerned with managing cost and improving morale and is also concerned about notifying other project managers when individuals from his project team will be available to work on other projects. This is best addressed i
C
The project manager's leadership style should be matched to the corresponding developmental level of the project team and should move through successive steps in the following order:
a. Disciplinary, autocratic, participative
b. Projectized, matrix, funct
D
The reports that provide feedback to the project team about performance against the project plan are called?
Variance Analysis
The use of brainstorming as a communication technique encourages which of the following?
a. Team building and convergent thinking
b. Divergent thinking
c. Analytical results
d. Use of the scientific method
A
Which organizational structure gives the project manager the LEAST amount of authority?
Functional Organization
Who bears the most responsibility for accomplishing project objectives?
The Project Manager
You are a project manager working on a project to market a new product. The deliverables of the project have been established, and the project work has begun. A contract to deliver the deliverables has been signed. The customer who has signed the contract
D
You are meeting with a director of the IT department. She refuses to support your new project on implementing a system-wide Intranet database for your organization. You ask to meet with her to discuss the support that you will need from the IT department.
Avoiding
You are the project manager for a large project. Some members of the project team have come to you and asked that they be permitted to work on a flexible schedule. Some of the other team members feel that it is important that all team members be on site a
C
You have a new project and your dream has become a reality; your team is allocated at 100%. At your first team meeting, everyone is arguing. You quickly realize that you are in that ______________ phase of team development .
Storming
You overheard a causal conversation between two team members in which one confides to the other some problems he is having in completing his part of the project work. You realize that the work being discussed in on the project's critical path and that the
A
As the project manager, you have a large and complex change order to the project that may make the project schedule and budget critical. You decide to handle the resolution of the matter yourself and treat the issue as a conflict. You realize that it will
Compromising
In matrix management organizations, if the organization maintains many of the characteristic of the functional organization and the project managers are considered more like project coordinators or expediters, it is called a:
a. Strong matrix
b. Project t
C
McGregor's theory that asserts that the average person dislikes work inherently and that effective management lies in threats, intimidation and minimal involvement of the individual in work decisions.
Theory X
Theory Y: States that people enjoy work and are self motivated.
Which type of organization is BEST for managing cross-disciplinary efforts?
Matrix Organization
A component of the project management plan that describes how the roles and responsibilities, reporting relationships, and staff management will be addressed and structured.
Human Resource Management Plan
A hierarchical organization where each employee has one clear superior, and staff are grouped by areas of specialization and managed by a person with expertise in that area.
Functional Organization
A manager who manages a group of related projects is called a:
a. Project manager
b. Project expediter
c. Program coordinator
d. Program manager
D
Any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of persons assigned to the project.
Matrix Organization
A project conflict has arisen on how to integrate newer software mid-stream of your IT project. You wish to gather the team and incorporate multiple viewpoints to quickly resolve this conflict. Which conflict resolution mode would you apply?
Collaborative
A project manager is concerned about team building on her project. One of the mandatory things that she must have in order to have good team building is:
a. Commitment from top level management
b. Co-location of team members
c. Establishment of clear nego
A
A project manager is managing a project where there will be a number of persons working together. She wants to enhance the ability of the team to work together and perform as a team. One of the things that she can do to maximize the ability of the team to
B
A project manager is selecting team members for her project team. She collects the resumes and past performance reviews for the potential team members and discusses each with their functional manager. Which of the following is not a characteristic that th
D
A project manager wants to do as much as she can to help in developing her project team. A key barrier to project team development is which of the following?
a. Strong matrix management structure
b. Major problems that delay the project completion date or
C
As a project manager, the conflict management approach that you would tend to avoid because it leads to the least enduring positive result is ___________.
Avoidance
Decisions made by the largest block in a group, even if a majority is not achieved.
Plurality
Defining a problem, generating solutions, action planning and evaluation are all part of _______ _________.
Decision Making
One of your key team members has overspent her portion of the project budget. As the project manager, you were not forewarned of this and found out after the fact. Because of your positional power, you simply resolve the issue by imposing your viewpoint o
Forcing
One of your team members has been consistently late with project assignments. As the project manager, you wish to have a discussion with this individual to better understand the situation. The employee avoids your attempts to resolve the issue. What mode
Withdrawing
Primary outputs from team development are:
a. Input to performance appraisals
b. High project team morale
c. Reduced project cost
d. Greater customer satisfaction
A
Sets of personal objectives which some team members may bring to the project that have nothing to do with the objectives of the team are commonly referred to as:
Hidden Agendas
Smoothing, confronting, forcing and withdrawing are resolution techniques used in:
Conflict Management
The destructive role that a team member takes when highly critical of another team member is called what?
Aggressor
The management style used by a project manager who makes decisions without considering input by other team members is using which management style?
A. Laissez-faire
B. Judgmental
C. Autocratic
D. Bureaucratic
Explanation: Verma. Human Resource Skills for
C
The process of confirming human resource availability and obtaining the team necessary to complete project activities.
Acquire Project Team
The process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance.
Manage Project Team
Two of your technical leads are starting to behave in ways that are counterproductive during project meetings and testing sessions. Your best course of action would be to:
A. Bring each person in to discuss this individually before taking them together to
B
Two team members are having a conflict and you as the project manager attempt to facilitate a consensus on the matter. Which style of conflict resolution should you use?
Smoothing
What process generates the following outputs?
- Change requests
- Project management plan updates
- Project document updates
- EEF updates
- OPA updates
Manage Project Team
What process generates the following outputs?
- Human Resource Management Plan
Plan Human Resource Management
What process generates the following outputs?
- Project staff assignments
- Resource calendars
- Project management plan updates
Acquire Project Team
What process uses the following inputs?
- Human Resource Management Plan
- EEFs
- OPAs
Acquire Project Team
What process uses the following inputs?
- Human resource management plan
- Project staff assignments
- Resource calendars
Develop Project Team
What process uses the following inputs?
- Human resource management plan
- Project staff assignments
- Team performance assessments
- Issue log
- Work performance reports
- OPAs
Manage Project Team
What process uses the following inputs?
- Project management plan
- Activity resource requirements
- EEFs
- OPAs
Plan Human Resource Management
What process uses the following tools & techniques?
- Interpersonal skills
- Training
- Team-building activities
- Ground rules
- Colocation
- Recognition and awards
- Personnel assessment tools
Develop Project Team
What process uses the following tools & techniques?
- Observation & conversation
- Project performance appraisals
- Conflict management
- Interpersonal skills
Manage Project Team
What process uses the following tools & techniques?
- Organization charts & position diagrams
- Networking
- Organizational theory
- Expert judgement
- Meetings
Plan Human Resource Management
What process uses the following tools & techniques?
- Pre-assignment
- Negotiation
- Acquisition
- Virtual teams
- Multi-criteria decision analysis
Acquire Project Team
When both parties have equally important needs to be achieved on a project it is necessary to use which style of conflict management?
Collaboration
When considering team building, what is one of the first things you should consider?
Start Early
You are talking with a team member who has not been performing as expected. This person is from another country and the culture is very different from yours. You are taking the time to make sure you understand what they are saying and where they are comin
B
You have assigned several of your team leads to mentor a few of the more junior members of the technical team. The team is beginning to deliver product and has more interaction with the project client contacts and you have directed your team leads to prep
C
You have been asked to take charge of project planning for a new project, but you have very little experience in managing projects. What will be the best source of help for you?
A. Your education.
B. You on-the-job training.
C. Historical information.
D.
C
You have been given a critical project that is important to the company's growth and has a very tight time line. You know you have to build a high-performing team in order to be successful. Which of the following is not a characteristic of a high-performi
D
Your customer submitted a change request for a screen that opens and says that the University of West Dakota rules. Your lead programmer refuses to do this because he is an East Dakota alumnus. What method of conflict management should you use?
Forcing
Plan Human Resource Managment- Inputs
(P,A,E,O)
- Project Management Plan
- Activity Resource Requirements
- Enterprise environmental factors
-Organizational process assets
Plan Human Resource Management - Tools and Techniques
- Org charts and position descriptions
- Networking
- Org Theory
- Expert Judgement
- Meetings
Plan Human Resource Management - Outputs
Human Resource Management plan
Acquire Project Team - Inputs
(H,E,O)
- Human Resource Management Plan
- Enterprise environmental factors
- Organizational process assets
Acquire Project Team - Tools and Techniques
- Pre-assignment
- Negotiation
- Acquisition
- Virtual Teams
- Multi - criteria decision analysis
Acquire Project Team - Outputs
-Project Staff Assignments
- Resource Calendars
- Project Management plan updates
Develop Project Team - Inputs
- Human Resource Management Plan
- Project Staff Assignments
- Resource Calendars
Develop Project Team - Tools and Techniques
(I,T,T,G,C,R,P)
-Interpersonal skills
- Training
- Team-building activities
- Ground Rules
- Co-location
- Recognition and rewards
- Personal Assessment tools
Develop Project Team - Outputs
-Team performance assessments
- Enterprise environmental factors updates
Manage Project Team - Inputs
(H,P,T,I,W,O)
- Human Resource Management Plan
- Project Staff Assignments
-Team performance assessments
- Issue Log
-Work Performance Report
- Org process assets
Manage Project Team - Tools and Techniques
(O,P,C,I)
- Observation and conservation
- Project performance appraisals
- Conflict Management
- Interpersonal skills
Manage Project Team - Outputs
- Change requests
- Project Management plan updates
- Enterprise environmental factors updates
- Org Process assets updates
Enterprise Environmental Factors for planning
(O,E,G,P,M)
- Org culture and structure
- Existing Human Resources
- Geographical dispersion of team members
- Personnel administration policies
- Marketplace conditions
Organizational Process Assts
- Organizational standard processes, policies, and role descriptions
- Templates for org charts and position descriptions
- Lessons learned on org structures that have worked in previous projects
- Escalation procedures for handling issues within the team
3 types of org charts
hierarchical, matrix, and text oriented
Examples of Networking
- proactive correspondence
- luncheon meetings, informal conversations ( meetings and events)
- trade conferences
- symposia
Scenarios for using Expert Judgment
- List the preliminary requirements for the required skills
- Assess the roles required for the project based on standardized role descriptions within the org
- Determine the preliminary effort level and number of resources needed to meet project objectiv
Human Resource plan for planning includes
- Roles and Responsibilities (Role, Authority, Responsibility, Competency)
- Project org charts
- Staffing Management Plan (staffing acquisition, resource calendars, staff release plan, training needs, recognition and rewards, compliance, safety)
Human Resource Management Plan for Acquiring
- Roles and Responsibilities defining the positions skills, and competences demanded
- Project org charts indicating number of people needed
- Staffing management plan delineating the time periods each member will be needed
Enterprise Environmental for acquiring project team
-Existing info on human resources including availability, competency levels, prior experience, interest in working on project, and cost rate
- Personnel administration policies such as those that affect outsourcing
- Org structure
- Colocation or multiple
Example of groups project managers may need to negotiate with
- Functional Managers (their people)
- Other project management teams (their people)
- External organizations (vendors, suppliers, contractors)
Advantages of virtual team model
- Form teams of people form the same org who live in different geographic areas
- Add special expertise to a project team even though the expert is not in the same geographic area
- Incorporate employees who work from home offices
- Form teams of people w
Disadvantages of virtual team model
- possibility of misunderstandings
- feelings of isolation
- difficulties in sharing knowledge and experience between members
- cost of appropriate technology
Multi- Criteria Decision Analysis
- Availability
- Cost
- Experience
- Ability
- Knowledge
- Skills
- Attitude
- International factors
Documentation of Project Staff Assignments
- Project Team Directory
- Memos to team members
- names inserted into parts of project management plan (org chart or schedule)
Resource calendars document
- the time periods that each project team ember is available to work on the schedule ( time zones, work hours, vacation time, local holidays, commitment to other projects)
Interpersonal Skills
known as "soft skills" - behavioral competencies like communication skills, emotional intelligence and conflict resolution
Examples of Training methods
- classroom, online, computer based, on the job, mentoring and coaching
5 Stages of Tuckmans ladder
- Forming
- Storming
- Norming
- Performing
- Adjourning
Ground Rules
- Expectations regarding acceptable behavior by project team members
Colocation
- Also known as tight matrix, placing of all or many team members in same physical location
Types of Personnel Assessment tools
-attitudinal surveys
- specific assessments
-structure interviews
-ability tests
-focus groups
Indicators of a teams effectiveness
-Improvement in skills
- Improvement in competence
- Reduced Staff Turnover
- Increased team cohesiveness
5 Different conflict resolution techniques
- Withdraw/Avoid
- Smooth/Accomodate
- Compromise/Reconcile
- Force/Direct
- Collaborate/ Problem Solve
Example of interpersonal skills used by project managers
-Leadership
- Influencing
- Effective decision making
1. All of the following are forms of power derived from the project manager's position EXCEPT:
A. Formal
B. Reward
C. Penalty
D. Expert
Answer D
When someone is given the job of project manager, they will have formal, reward, and penalty power. But just having the position does not make the project manager either a technical or project management expert.
2. The highest point of Maslow's hierarchy of needs is called:
A. Physiological satisfaction
B. Attainment of survival
C. Need for association
D. Esteem
Answer D
This question is asking which of the FOLLOWING is the highest. Self-actualization is not listed, so the next best choice is esteem.
3. The halo effect refers to the tendency to:
A. Promote from within.
B. Hire the best.
C. Move people into project management because they are good in their technical fields.
D. Move people into project management because they have had project management
Answer C
Just because a person is good in a technical field does not mean he or she will also be a good project manager.
4. The sponsor's role on a project is BEST described as:
A. Helping to plan activities
B. Helping to prevent unnecessary changes to project objectives
C. Identifying unnecessary project constraints
D. Helping to put the project management plan together
Answer B
Though the sponsor may help plan some of the activities (choice A), it is not the sponsor's exclusive duty. Some project constraints (choice C) come from the sponsor, but they should be considered necessary. The project management plan (choice D)
5. Which of the following conflict resolution techniques will generate the MOST lasting solution?
A. Forcing
B. Smoothing
C. Compromise
D. Problem solving
Answer D
Problem solving normally takes more time, but it gets buy-in from everyone, generating a more lasting solution.
6. The MOST common causes of conflict on a project are schedules, project priorities, and:
A. Personality
B. Resources
C. Cost
D. Management
Answer B
Know the top four sources (schedule, project priorities, resources, and technical opinions) so you can answer questions such as this one. Don't be fooled because "personality" is on the list. It is last.
7. What conflict resolution technique is a project manager using when he says, "I cannot deal with this issue now!"
A. Problem solving
B. Forcing
C. Withdrawal
D. Compromising
Answer C
Delaying the issue is called withdrawal.
8. What does a resource histogram show that a responsibility assignment matrix does not?
A. Time
B. Activity
C. Interrelationships
D. The person in charge of each activity
Answer A
The responsibility assignment matrix maps specific resources against the work packages from the WBS. On a resource histogram, the use of resources is shown individually or by groups over time.
9. You have just been assigned as project manager for a large telecommunications project. This one-year project is about halfway done. The project team consists of 5 sellers and 20 of your company's employees. You want to understand who is responsible for
Answer A
The responsibility assignment matrix maps who will do the work. The resource histogram (choice B) shows the number of resources used in each time period.
In its pure form, a bar chart (choice C) shows only activity and calendar date. An organizat
10. During project planning in a matrix organization, the project manager determines that additional human resources are needed. From whom would he request these resources?
A. Project manager
B. Functional manager
C. Team
D. Project sponsor
Answer B
Did you remember that in a matrix organization, the functional manager controls the resources?
11. A project manager must publish a project schedule. Activities, start/end times, and resources are identified. What should the project manager do NEXT?
A. Distribute the project schedule according to the communications management plan
B. Confirm the av
Answer B
The project schedule remains preliminary until resource assignments are confirmed.
12. During every project team meeting, the project manager asks each team member to describe the work he or she is doing, and the project manager assigns new activities to team members. The length of these meetings has increased because there are many dif
Answer C
Resource leveling refers to maintaining the same number of resources on the project for each time period. Leveling has nothing to do with assigning activities or managing meetings.
13. You are a project manager leading a cross-functional project team in a weak matrix environment. None of your project team members report to you functionally, and you do not have the ability to directly reward their performance. The project is difficul
Answer B
Reward and expert are the best sources of power. Reward is not listed as a choice.
14. A team member is not performing well on the project because she is inexperienced in system development work. There is no one else available who is better qualified to do the work. What is the BEST solution for the project manager?
A. Consult with the
Answer C
The job of the project manager includes providing or obtaining project-specific training for team members.
This kind of training is a direct cast of the project.
15. A project manager has just found out that a major subcontractor for her project is consistently late delivering work. The project team member responsible for this part of the project does not get along with the subcontractor. To resolve the problem, t
Answer B
The act of both parties giving something defines compromise.
16. A project has several teams. Team C has repeatedly missed deadlines in the past. This has caused team D to have to crash the critical path several times. As the team leader for team D, you should meet with the:
A. Manager of team D
B. Project manager
Answer D
Those having the problem should resolve the problem. Having had to crash the critical path several times implies that team D has already dealt with these problems. In this case, the two team leaders need to meet. The extent of this situation requ
17. The new project is exciting to both the project manager and the team. This is the project manager's first assignment as project manager. The team has the feeling that they will be able to complete work that has never been tried before. There are 29 pe
Answer C
Do not get confused by the wordiness of the question. Ask yourself what is the best way to resolve any conflict, and you can get the answer. Most of the situation is a distracter. Problem solving and compromising are the two most important confli
18. The project is just starting out and consists of people from 14 different departments. The project charter was signed by one person and contains over 30 major requirements that must be met on the project. The sponsor has informed the project manager t
Answer A
Generally, the best forms of power are reward or expert. The project manager has not had time to become a recognized expert in the company (choice D) and reward is not included as a choice here.
This leaves formal power (choice A) as the only log
19. A project manager is trying to settle a dispute between two team members. One says the systems should be integrated before testing, and the other maintains each system should be tested before integration. The project involves over 30 people, and 12 sy
Answer D
Choice D is an example of compromising.
20. A project is in the middle of execution when a stakeholder suggests a major new change. This change will cause the third major overhaul of the project. At the same time, the project manager discovers that a major work package was not completed because
Answer D
It is the sponsor's role to prevent unnecessary changes and to set priorities between projects. The situation described in this question implies that such work is not being done, and the project manager
must therefore go to the root of the proble
21. What theory proposes that employees' efforts will lead to effective performance and the employees will be rewarded for accomplishments?
A. Conditional reinforcement
B. Malsows hierarchy
C. McGregor's
D. Expectancy
Answer D
Employees who believe that their efforts will lead to effective performance and who expect to be rewarded for their accomplishments will stay productive as rewards meet their expectations. This is expectancy theory.
22. Conflict resolution techniques that may be used on a project include confronting, smoothing, forcing, and:
A. Withdrawing
B. Directing
C. Organizing
D. Controlling
Answer A
There is always the option to simply postpone dealing with the issue until later. This is withdrawing.
23. The installation project has a CPI of 1.03 and an SPI of 1.0. There are 14 team members, and each team member had input into the final project management plan. The customer has accepted the three deliverables completed so far without complaint and the
Answer A
Improving schedule performance (choice B) relates to getting the project completed
sooner. Though it would seem to always be a good idea to improve schedule performance, this project's performance is fine. The schedule has been approved as it is.
24. The project has been challenging to manage. Everyone has been on edge due to pressure to complete the project on time. Unfortunately, the tension has grown to the point where team meetings have become shouting matches and little work is accomplished d
Answer C
Here is a situation where all four choices could be done. Choice A does not solve the root cause of the problem described. Choice B merely dismisses the concerns of the team member and might cause anger. A team-building exercise (choice D) would
25. Project performance appraisals are different from team performance assessments in that project performance appraisals focus on:
A. How an individual team member is performing on the project
B. An evaluation of the project teams effectiveness
C. A team
Answer A
Questions like this can drive you crazy on the exam because it is easy to get confused.
The best thing to do is to look at the two terms used here (project performance appraisals and team performance assessment) and review in your mind what each
26. A project manager had a complex problem to solve and made a decision about what needed to be done. A few months later, the problem resurfaced. What did the project manager MOST likely not do?
A. Proper risk analysis
B. Confirm that the decision solved
Answer B
Notice the phrasing of this question, "most likely NOT do," Expect to see questions worded on the exam in ways that can cause you to misinterpret them. You will also see questions about things we forget to do in the real world. "Who has time;' yo
27. The project CPI is 1.02, the benefit cost ratio is 1.7, and the latest round of performance reviews identified few needed adjustments. The project team was co-located into a new building when the project started. Everyone commented on how excited they
Answer A
Choice B includes the concept of cost to trick you into selecting it if you are unsure of the real answer. There is no indication that the costs are trending in any particular direction. There is no reason to think that performance reviews should
28. You just found out that a major subcontractor for your project consistently provides deliverables late. The subcontractor approaches you and asks you to continue accepting late deliverables in exchange for a decrease in project costs. This offer is an
Answer B
Both parties are giving up something. This is a compromise
29. The management theory that states that all people can direct their own efforts is:
A. Theory Y
B. Herzberg's theory
C. Maslow's hierarchy
D. Theory X
Answer A
Know the difference between Theory X and Theory Y.
30. Which of the following leadership traits is MOST important for a project manager?
A. Communication
B. Team building
C. Technical expertise
D. Project control
Answer A
As project managers spend 90 percent of their time communicating, the correct choice must be A.
31. During the first half of the project, five team members left for other projects without being replaced, two team members went on vacation without informing you, and other team members expressed uncertainty about the work they were to complete. In this
Answer C
The staffing management plan describes when resources will be brought onto and taken off the project.
32. The project manager is looking at the project's resource needs and lessons learned from past projects. This information causes the project manager to be concerned about the ability to acquire enough resources for the project in six months. Which of th
Answer A
Sending data without pointing out the issue (choice A) increases the likelihood that the communication will not be adequately decoded by the recipient. The other choices are more effective communication in this instance.
33. A large project is underway when one of the team members reviews the project status report. He sees that the project is currently running late. As he looks at the report further, he notices that the delay will cause one of his activities to be schedul
Answer D
Notice that this question talks about what the team member should do? It is important for the project manager to understand the team mernber's role and possibly even instruct team members on how to work on projects and what is expected of them. C
34. There have been many work packages completed successfully on the project, and the sponsor has made some recommendations for improvements. The project is on schedule to meet an aggressive deadline when the successor activity to a critical path activity
Answer D
Sometimes complex problems are caused by not doing simple things. The data in the first paragraph, once you read the choices, is completely extraneous. The troubled activity has float and so does not need immediate attention. Choice A may not be
35. All of the following are forms of power derived from the project manager's positions EXCEPT?
A. Formal
B. Reward
C. Penalty
D. Expert
Answer: D Expert
36. If you hear a project manager saying to a customer "We all agree that this project is important. Let's not fight over a few thousand dollars," what conflict resolution technique is the project manager trying to use?
A. Smoothing
B. Problem solving
C.
Answer: A Smoothing
37. The highest point of Maslow's hierarchy if needs is?
A. Physiological Satisfaction
B. Attainment of Survival
C. Need for Association
D. Esteem
Answer: D Esteem
38. Who manages the resources in a matrix organization?
A. Senior Managers
B. Functional Managers
C. Project Manager
D. Human Resources
Answer: B Functional Managers
39. The "Halo Effect" refers to the tendency to:
A. Promote from within
B. Hire the best
C. Move people into project management because they are good in their technical fields.
D. Move people into project management because they have had project managemen
Answer: C Move people into project management because they are good in their technical fields.
40. What is considered the LEAST desirable form of power for a project manager to exercise?
A. Formal
B. Referent
C. Punishment
D. Forcing
Answer: C Punishment
41. An obstacle to team building in a matrix organization is that the:
A. Team organization is technically focused
B. Team members are borrowed resources and can be hard to motivate
C. Teams are too centralized
D. Teams are too large and therefore very ha
Answer: B Team members are borrowed resources and can be hard to motivate
42. Which statement below BEST matches a Theory X manager's beliefs?
A. People want to be rewarded for their work
B. People have higher needs that will not emerge until the lower level needs have been satisfied
C. People will contribute to work if left al
Answer: D People cannot be trusted
43. All of the following are typical concerns of matrixed team members EXCEPT?
A. Wondering who will handle their evaluations
B. Servicing multiple bosses
C. Developing commitment
D. Computing fringe benefits when working multiple projects
Answer: D Computing fringe benefits when working multiple projects
44. The Human Resource Plan:
A. Should be created by the Human Resources department
B. IS a part of the resource management plan
C. Is a tool of Develop Project Team
D. Is an output of the Develop Human Resource Plan Process
Answer: D Is an output of the Develop Human Resource Plan Process
45. Which conflict resolution technique produces the most lasting results?
A. Problem solving
B. Smoothing
C. Compromising
D. Withdrawing
Answer: A Problem Solving
46. Which type of organization is BEST for managing complex projects involving cross-disciplinary efforts?
A. Projectized
B. Functional
C. Line
D. Matrix
Answer: D Matrix
47. The most important role of the project sponsor is to:
A. Manage and resolve conflicts between the team and upper management
B. Provide and protect the project's financial resources
C. Provide and project the project's human resources
D. Balance the pr
Answer: B Provide and protect the project's financial resources
48. The most common cause of conflict on a project are schedules, project priorities, and:
A. Personalities
B. Resources
C. Cost
D. Management
Answer: B Resources
49. Human resource management encompasses:
A. Organizational Planning, Acquire Project Team, Report Performance, and Manage Project Team.
B. Develop Human Resource Plan, Acquire Project Team, Report Performance, and Develop Project Team.
C. Develop Human
Answer: D. Develop Human Resource Plan, Acquire Project Team, Develop Project Team, Manage Project Team
50. What does a resource histogram show that a responsibility assignment matrix does not?
A. Time
B. Activity
C. Interrelationships
D. The person in charge of each activity
Answer: A Time
51. Which of the following is not an input into Develop Human Resource Plan?
A. Enterprise Environmental Factors
B. Role and Responsibility assignments
C. Organizational Process Audits
D. Activity Resource Requirements
Answer: B. Role and Responsibility assignments
52. You have been assigned as project manager for a large telecommunications project. This one year project is about halfway done. The project team consists of five sellers and 20 of your company's employees. You want to understand who is responsible for
Answer: A Responsibility assignment matrix
53. A project manager must publish a project schedule. Activities, start/end times, and resources are identified. What should the project manager do NEXT?
A. Distribute the project schedule according to the communications management plan.
B. Confirm avail
Answer: B Confirm the availability of resources
54. During every project team meeting, the project manager asks each team member to describe the work he or she is doing, and the project manager assigns new activities to team members. The length of these meetings has increased because there are many dif
Answer: C Lack of resource leveling.
55. You are a project manager leading a cross-functional project team in a weak matrix environment. None of your project team members report to you functionally ad you do no have the ability to directly reward their performance. The project is difficult,
Answer: B Expert
56. A project manager has just found out that a major subcontractor for her project is consistently late delivering work. The project team member responsible for this part of the project does not get along with the subcontractor. To resolve the problem, t
Answer: B Compromise
57. Project performance appraisals are different from team performance assessments in the project performance appraisals focus on:
A. How an individual team member is performing on the project
B. An evaluation of the project team's effectiveness
C. A team
Answer: A How an individual team member is performing on the project
58. A project manager had a complex problem to solve and made a decision about what needed to be done. A few months late, the problem resurfaced. What did the project manager most likely not do?
A. Proper risk analysis
B. Confirm that the decision solved
Answer: D Use an Ishikawa diagram
59. Work on a project is ongoing when the project manager overhears two workers arguing over what a set of instructions mean. The project manager investigates and discovers that the instructions for the construction of concrete footings currently being po
Answer : B. Look for quality impacts of the poor translation of the instructions for the footings.
According to Tuckman's ladder, in which development stage do teams begin to address the project work, technical decisions and the project management approach?
a. Storming
b. Forming
c. Performing
d. Norming
a. Storming
- Forming: When the team meets to learn about the project and their formal roles and responsibilities
- Norming: when team memebers begin to work together and ajdust their work habits and behaviors to support the team
- Performing: when the te
Describe Mclelland's Theory of Needs
People are motivated by either achievement, affiliation or power.
Maslow's Heierachy of Needs
People can only ascend to a higher level after fulfilling each of the lower levels. (lowest-highest)
1. Physiological - The physical requirements for human survival
2. Safety - Personal security, financial security, health and well-being, safety net again